Management Organizational Structure for the Deming Method

The Masterminds

Overview

This presentation describes how to implement the Deming process in an organization

Establish a mission

Management comes to an agreement on the best way to implement and define quality within the organization

Steps in the process

Where is the organization? What level of authority do you have? Gain knowledge Apply knowledge Continue transformation

Where is the organization?

Does top level management buy in to the idea? Everyone must be getting educated

So what do we do?

Mission statement stressing quality Get all employees involved in the process of developing quality standards. Send all employees through training (attending workshops, seminars) to understand the policies and procedures of quality Get all departments to be interdependent on one another as to make sure each department or component contributes to the aim of the mission

Everyone must be:

Getting educated Developing understanding Generating active support

Key values to teach employees

Look at quality through eyes of the customer Stress communication Teamwork Empowerment Feedback

What level of authority do you have?

A CEO, owner or principal can set the tone for the organization. High level managers must convince upper management Managers without budgetary authority must tread carefully, they must find someone in higher management that is open to the Deming method

Gain knowledge

The book Four Days with Dr. Deming advises to use a Master to educate the organization regarding the Deming method. Other ways of education include:

Training programs Mentoring Reading books about the Deming method

Apply knowledge

Put the knowledge to work This involves riskand a true understanding of what managers need to do under the Deming style of management.

Continue transformation

Continue to repeat the process

Golemans Leadership styles

Coercive Authoritative Affiliative Democratic Pacesetting Coaching

Coercive style of manager

Demands immediate compliance Reign of terror Least effective Can break bad business habits, deliver shock into new behavior Often used if hostile takeovers are looming

Authoritative style of manager

Visionary Maximizes commitment to overall strategy of company Can give impression that leader is aloof Leader defines standards based on vision

Affiliative style of manager

Individuals/emotions are valued more than tasks or goals Almost no negative feedback is given Can allow bad behaviors to fester Can result in toleration of mediocrity

Democratic style of manager

Gets buy-in and ideas from employees Ideal for managers who do not know next course of action, as manager learns what to do from employees Can lead to endless meetings Employees can end up confused/leaderless

Pacesetting style of manager

Manager sets high performance standards and meets them, setting an example for others Mantra: Better, cheaper, faster Weeds out non-performers No feedback given If pacesetter leaves, employees are directionless

Coaching style of manager

Masters of delegation Helps employees along a path of self improvement to attain long term goals Employees must already be aware of their weaknesses and must be open to change Requires significant time and money to do correctly

Our Organization Structure

From a flat organization to hierarchical Structure would build quality into organization (Group Leaders, Project Managers, etc.) Tasks that review and document work done Individual as well as group reviews

Works Cited

Goleman, D. Leadership That Gets Results, Harvard Business Review, March-April 2000. Latzko, William J., and David M. Saunders. Four Days with Dr. Deming. N.p.: Prentice Hall, 1995.